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S3 Practical Guide PDF
S3 Practical Guide PDF
S3 Practical Guide PDF
0 - A Practical Guide
Bernhard Bockelbrink
James Priest
Liliana David
v2019-06-27
Contents
I. Introduction 6
3. Why Sociocracy 3.0? 13
3.1. The Name . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
3.2. The New Model of Distribution . . . . . . . . . . . . . . . 14
3.3. The Evolution of the Sociocratic Circle Organization Method 16
4. Basic Concepts 18
4.1. Patterns . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
4.2. The Seven Principles . . . . . . . . . . . . . . . . . . . . . 20
4.3. Making Sense of Organizations . . . . . . . . . . . . . . . 22
4.4. Governance and Operations . . . . . . . . . . . . . . . . . 25
1
1.3. Describe Organizational Drivers . . . . . . . . . . . . . . . 30
1.4. Consent Decision Making . . . . . . . . . . . . . . . . . . 34
1.5. Objection . . . . . . . . . . . . . . . . . . . . . . . . . . . 35
1.6. Resolve Objections . . . . . . . . . . . . . . . . . . . . . . 38
1.7. Evaluate And Evolve Agreements . . . . . . . . . . . . . . 42
1.8. Those Affected Decide . . . . . . . . . . . . . . . . . . . . 45
1.9. Co-Create Proposals . . . . . . . . . . . . . . . . . . . . . 45
1.10. Proposal Forming . . . . . . . . . . . . . . . . . . . . . . . 46
1.11. Role Selection . . . . . . . . . . . . . . . . . . . . . . . . . 48
1.12. Driver Mapping . . . . . . . . . . . . . . . . . . . . . . . . 52
2. Peer Development 54
2.1. Ask For Help . . . . . . . . . . . . . . . . . . . . . . . . . 54
2.2. Peer Feedback . . . . . . . . . . . . . . . . . . . . . . . . . 54
2.3. Peer Review . . . . . . . . . . . . . . . . . . . . . . . . . . 55
2.4. Development Plan . . . . . . . . . . . . . . . . . . . . . . 55
3. Enablers Of Collaboration 58
3.1. Artful Participation . . . . . . . . . . . . . . . . . . . . . 58
3.2. Adopt The Seven Principles . . . . . . . . . . . . . . . . . 60
3.3. Agree On Values . . . . . . . . . . . . . . . . . . . . . . . 60
3.4. Governance Facilitator . . . . . . . . . . . . . . . . . . . . 62
3.5. Breaking Agreements . . . . . . . . . . . . . . . . . . . . . 64
3.6. Contract For Successful Collaboration . . . . . . . . . . . 64
3.7. Transparent Salary . . . . . . . . . . . . . . . . . . . . . . 69
3.8. Support Role . . . . . . . . . . . . . . . . . . . . . . . . . 70
3.9. Bylaws . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71
4. Building Organizations 72
4.1. Delegate Influence . . . . . . . . . . . . . . . . . . . . . . 72
4.2. Circle . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72
4.3. Role . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73
4.4. Linking . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76
4.5. Double Linking . . . . . . . . . . . . . . . . . . . . . . . . 76
4.6. Representative . . . . . . . . . . . . . . . . . . . . . . . . 77
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4.7. Helping Team . . . . . . . . . . . . . . . . . . . . . . . . . 78
4.8. Open Domain . . . . . . . . . . . . . . . . . . . . . . . . . 78
4.9. Open Systems . . . . . . . . . . . . . . . . . . . . . . . . . 80
5. Bringing In S3 82
5.1. Adapt Patterns To Context . . . . . . . . . . . . . . . . . 82
5.2. Create a Pull-System For Organizational Change . . . . . 82
5.3. Be The Change . . . . . . . . . . . . . . . . . . . . . . . . 84
5.4. Invite Change . . . . . . . . . . . . . . . . . . . . . . . . . 84
5.5. Open Space For Change . . . . . . . . . . . . . . . . . . . 84
5.6. Continuous Improvement Of Work Process . . . . . . . . . 85
6. Defining Agreements 87
6.1. Agreement . . . . . . . . . . . . . . . . . . . . . . . . . . . 88
6.2. Develop Strategy . . . . . . . . . . . . . . . . . . . . . . . 88
6.3. Clarify Domains . . . . . . . . . . . . . . . . . . . . . . . 90
6.4. Clarify Intended Outcome . . . . . . . . . . . . . . . . . . 91
6.5. Describe Deliverables . . . . . . . . . . . . . . . . . . . . . 91
6.6. Evaluation Criteria . . . . . . . . . . . . . . . . . . . . . . 94
6.7. Logbook . . . . . . . . . . . . . . . . . . . . . . . . . . . . 95
6.8. Logbook Keeper . . . . . . . . . . . . . . . . . . . . . . . 96
7. Focused Interactions 97
7.1. Governance Meeting . . . . . . . . . . . . . . . . . . . . . 97
7.2. Retrospective . . . . . . . . . . . . . . . . . . . . . . . . . 99
7.3. Daily Standup . . . . . . . . . . . . . . . . . . . . . . . . 101
7.4. Planning And Review Meetings . . . . . . . . . . . . . . . 101
7.5. Coordination Meeting . . . . . . . . . . . . . . . . . . . . 103
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8.6. Meeting Host . . . . . . . . . . . . . . . . . . . . . . . . . 109
8.7. Governance Backlog . . . . . . . . . . . . . . . . . . . . . 111
1. Changelog 131
1.1. Changes 2019–06–27 . . . . . . . . . . . . . . . . . . . . . 131
1.2. Changes 2019–05–03 . . . . . . . . . . . . . . . . . . . . . 131
1.3. Changes 2019–03–08 . . . . . . . . . . . . . . . . . . . . . 132
1.4. Changes 2018–08–17 . . . . . . . . . . . . . . . . . . . . . 133
1.5. Changes 2018–03–21 . . . . . . . . . . . . . . . . . . . . . 137
1.6. Changes 2017–11–16 . . . . . . . . . . . . . . . . . . . . . 137
1.7. Changes 2017–11–10 . . . . . . . . . . . . . . . . . . . . . 137
1.8. Changes 2017–10–21 . . . . . . . . . . . . . . . . . . . . . 138
2. Links 141
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3. License 142
3.1. Attribution of derivative works . . . . . . . . . . . . . . . 142
5. Acknowledgments 146
6. Authors 148
6.1. James Priest . . . . . . . . . . . . . . . . . . . . . . . . . 148
6.2. Bernhard Bockelbrink . . . . . . . . . . . . . . . . . . . . 149
6.3. Liliana David . . . . . . . . . . . . . . . . . . . . . . . . . 149
7. Glossary 150
8. Pattern-Index 155
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Part I.
Introduction
6
1. Sociocracy 3.0 - A Practical
Guide For Evolving Agile and
Resilient Organizations
7
• principles-based: seven core principles of agile and sociocratic
collaboration are reflected in every pattern
• free: licensed under a Creative Commons Free Culture License
Sociocracy 3.0:
• provides a coherent collection of principles based patterns for col-
laboration, to navigate complexity, adapt and evolve.
• supports people to incrementally process available informa-
tion into continuous improvement of work processes, products,
services and skills.
• helps organizations to make the best use of the talent already
present, and to grow flexible organizational structures to align the
flow of information and influence to the flow of value.
• provides an organic, iterative approach to change that meets or-
ganizations where they are and helps them move forward at their
own pace and according to their unique context and needs.
• draws on the collective intelligence of the group.
• facilitates the development of strategies that are “good enough for
now” and “safe enough to try”.
• fosters accountability and a sense of engagement.
• is a transformational mechanism for both individuals and the whole
organization.
Sociocracy 3.0 may be applied within:
• startups
• small and medium businesses
• large international, networked organizations
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• families
• investor-funded organizations
• communities
• and more…
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2. Influences and History of
Sociocracy 3.0
10
he termed “sociologists”). In his opinion, this future, although not yet
achievable, would be inevitable.
A few decades later, Lester Frank Ward, used the word ‘sociocracy’
to describe the rule of people with relations with each other. Instead
of having sociologists at the center, he wanted to give more power and
responsibility to the individual, he imagined sociologists in a role as re-
searchers and consultant.
In 1926, the Dutch reformist educator and Quaker Kees Boeke, es-
tablished a residential school based on the principle of consent. Staff
and students were treated as equal participants in the governance of the
school, all decisions needed to be acceptable to everyone. He built this
version of sociocracy on Quaker principles and practices, and described
sociocracy as an evolution of democracy in his 1945 essay “Democracy
as it might be”.
Gerard Endenburg, also a Quaker and a student in Boeke’s school,
wanted to apply sociocracy in his family’s business, Endenburg Elek-
trotechniek. He created and evolved the Sociocratic Circle Organisation
Method (SCM) (later becoming the “Sociocratic Method”), integrating
Boeke’s form of sociocracy with engineering and cybernetics. In 1978
Endenburg founded the Sociocratisch Centrum in Utrecht (which is now
the Sociocratic Center in Rotterdam) as a means to promote socioc-
racy in and beyond the Netherlands. Since 1994 organizations in the
Netherlands using SCM are exempt from the legal requirement to have
a worker’s council.
During the late 1990s and early 2000s, several non-Dutch speaking people
came across sociocracy, but it wasn’t until 2007 when Sharon Villines
and John Buck launched their book, “We the People”, that sociocracy
became widely accessible to the English speaking world, and from there
has began to migrate into several other languages.
Sociocracy has proven to be effective for many organizations and com-
munities around the world, but it has yet to become viral.
In 2014 James Priest and Bernhard Bockelbrink came together
to co-create a body of Creative Commons licensed learning resources,
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synthesizing ideas from Sociocracy, Agile and Lean. They discovered that
organizations of all sizes need a flexible menu of practices and structures
– appropriate for their specific context – that enable the evolution of a
sociocratic and agile mindset to achieve greater effectiveness, alignment,
fulfillment and wellbeing. The first version of Sociocracy 3.0. was
launched in March 2015.
Liliana David joined the team soon after and together they regularly
collaborate to develop both the framework and the website.
Together, they seek to make S3 available and applicable to as many
organizations as possible and provide resources under a Creative Com-
mons Free Culture License for people who want to learn, apply and
tell others about Sociocracy 3.0.
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3. Why Sociocracy 3.0?
Sociocracy as a form of governance has been referred to since 1851. Sub-
sequently it has been developed and adapted by many different people
and organizations, including Gerard Endenburg, The Sociocracy Group
(TSG) and Brian Robertson (HolacracyOne).
Yet, outside the Netherlands sociocracy has until recently remained
largely unknown.
We love sociocracy because we see organizations and their members thrive
when they use elements of it to enrich or transform what they currently
do.
We also love agile, lean, Kanban, the Core Protocols, NVC, and many
other ideas too. We believe that the world will be a better place as more
organizations learn to pull from this cornucopia of awesome practices
that are emerging into the world today, and learn to synthesize them
with what they already know.
Therefore we decided to devote some of our time to develop and evolve
Sociocracy, integrating it with many of these other potent ideas, to make
it available and applicable to as many organizations as possible.
To this end, we recognize the value of a strong identity, a radically dif-
ferent way of distribution, and of adapting the Sociocratic Circle Orga-
nization Method to improve its applicability.
13
It also helps avoid the perception of us misrepresenting the Sociocratic
Circle Organization Method (SCM) as promoted by The Sociocracy
Group.
1
as long as they share their new resources under the same license
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Figure 3.1.: Three variants of sociocracy
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3.3. The Evolution of the Sociocratic Circle
Organization Method
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Condensed to the Essentials
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4. Basic Concepts
Before diving into the content, consider taking time to learn about some
basic concepts behind S3:
• What is a pattern?
• The Seven Principles
• Making Sense of Organizations:
– Drivers, Value and Waste
– Domains, Delegation and Accountability
– Governance and Operations
For any terms you don’t understand check out the glossary at the end.
4.1. Patterns
18
Figure 4.1.: Patterns are grouped by topic into ten categories
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4.2. The Seven Principles
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The Principle of Empiricism: Test all assumptions through experi-
mentation and continuous revision.
The Principle of Continuous Improvement: Change incrementally
to accommodate steady empirical learning.
The Principle of Equivalence: Involve people in making and evolving
decisions that affect them.
The Principle of Transparency: Make all information accessible to
everyone in an organization, unless there is a reason for confidentiality.
The Principle of Accountability: Respond when something is needed,
do what you agreed to do, and take ownership for the course of the
organization.
Respond when something is needed, do what you agreed to do, and take
ownership for the course of the organization.
Act within the constraints of any agreements governing domains you are
accountable for, including the organization itself, teams you are part of,
and roles you keep.
Every member of the organization is accountable for effectively respond-
ing to organizational drivers, both in doing the work and in ensuring
(supporting) effective collaboration.
Individuals are also accountable for their work, ongoing learning and
development, and for supporting one another.
Everyone in an organization is accountable for aligning activity with or-
ganizational values.
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4.3. Making Sense of Organizations
Drivers
Domains
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Domains are delegated to people (e.g. to a unit, department, team or
individuals), who take responsibility for the domain, and act within its
defined constraints on influence and autonomy.
Figure 4.3.: Domains may overlap and/or be fully contained within other
domains
Delegating Domains
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zation itself (dependencies, involvement of the delegator, reporting
etc.)
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4.4. Governance and Operations
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sometimes it’s a group of people, e.g. in a circle where all circle members
share responsibility for governance within the constraints of the domain.
Governance decisions set constraints on activity and guide future de-
cisions.
This includes:
• defining domains
• delegating influence to people
• allocating resources and capacity
• specifying deliverables and prioritizing delivery.
Governance decisions can be made at any time and at any place, not just
in a specific kind of meeting, although a regular meeting for making and
evolving agreements is often a good idea.
Related Concepts
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Part II.
The Patterns
27
1. Co-Creation And Evolution
28
Figure 1.1.: Possible responses to organizational drivers
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1.2. Navigate Via Tension
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Figure 1.2.: Navigate Via Tension, Describe Organizational Drivers, Re-
spond To Organizational Drivers
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Create a brief but comprehensive summary containing just enough infor-
mation to clearly communicate the need for an action or a decision.
Example:
1. Current Situation
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2. Effect
“…it’s not possible to quickly grab a coffee and get right back
to work.”
Explain the effect of this situation on the organization:
• Clarify why the situation needs attention: how does it affect the
organization?
• Be explicit about whether the effects are current or anticipated.
• Explain challenges, losses, opportunities or gains.
3. Need
4. Impact
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Summarize the Driver
Aim for one or two sentences, so that the information is easy to remember
and process.
Besides the summary, more details about the driver may be kept in the
logbook.
Review Drivers
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Implicit Contract of Consent
1.5. Objection
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Figure 1.4.: Consent Decision Making
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• current and planned activity
• how people execute on decisions
• existing agreements
• proposals
• shared understanding of drivers
Qualify Objections
Understanding Objections
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– is in conflict with the organization’s values?
– is considered not ‘safe enough’ to try?
Concerns
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Figure 1.5.: A process for qualifying an objection
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Figure 1.6.: Some options for resolving objections
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Figure 1.7.: A process for resolving objections
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1.7. Evaluate And Evolve Agreements
Short Format
Long Format
Preparation:
• Schedule the review.
• Ensure all necessary information is available.
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Figure 1.8.: Experiment, evaluate, evolve
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Figure 1.9.: A long format for evaluating and evolving agreements
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Follow-up:
• Agree on the next review date.
• Document decisions and tasks, and share with relevant people.
• Consider effects on any related agreements.
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4. Design a proposal (often done by a smaller group)
One way to co-create proposals is to use S3’s Proposal Forming pattern.
For inspiration for steps 2 and 3, look to classic group facilitation tech-
niques or design thinking activities.
Besides in a face-to-face workshop, you can adapt this process for online
meetings. You can even use it asynchronously (and over an extended
period of time) to include many people.
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Figure 1.10.: A template for proposals
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Prioritize considerations.
Gather ideas as possible ingredients for a proposal.
Design a proposal for addressing the driver considering the creative
ideas and information gathered so far. This is usually done by a smaller
group of “tuners”.
Choosing Tuners
Consider:
• who should be there?
• who wants to be there?
• who else may have a valuable contribution to make?
• consider expertise, outside view, and inspiration
Between two and three tuners is usually appropriate. Check for any
objections to the proposed tuner(s).
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Figure 1.11.: Proposal forming process
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Role Selection - Steps
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Figure 1.12.: Role selection process
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To avoid influencing others, abstain from expressing personal interest or
opinions before a selection takes place.
Sometimes a role selection reveals a lack of capacity, relevant experience,
qualities or skill. A group will then need to consider outside candidates,
reconsider priorities or find an alternative way to account for the domain.
This pattern can also be used in any situation where there is a need to
choose between a variety of options.
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Figure 1.14.: Driver Mapping: A template for domains
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2. Peer Development
54
• inquire to better understand the feedback, and avoid discussing or
judging it
• decide for yourself what you will do with feedback you receive
Support each other to learn and grow in the roles and teams
you serve in.
The role keeper — or team — leads the peer review by setting up the
process and speaking first in each step.
Ensure you invite people with complementary perspectives to contribute
to the review, and a facilitator.
Improvement suggestions may relate to personal development, collab-
oration, updates to the domain description (including the driver) and
strategy.
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Figure 2.1.: Peer review process
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Figure 2.2.: Continuous improvement of people’s ability to effectively
keep roles or collaborate in teams
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3. Enablers Of Collaboration
Artful participation:
• enables co-creation and evolution of agreements
• helps to grow stronger teams
58
• builds self-accountability, integrity and trust
• generates a culture of mutual support and close collaboration
• is more powerful when embraced by many
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3.2. Adopt The Seven Principles
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Figure 3.3.: An organization’s values need to embrace the Seven Princi-
ples
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Values are valued principles that guide behavior. Values define scope for
action and ethical constraints.
• each member brings their own values to an organization based on
personal experiences and beliefs
• a team or organization may choose to collectively adopt values
to guide their collaboration
Values offer guidance to determine appropriate action, even in the ab-
sence of explicit agreements.
Collectively adopting a set of values supports the effectiveness of an or-
ganization:
• reduces potential for misunderstanding
• helps to align decision making and action
• attracts new members, partners and customers who are
aligned with the organization
Chosen values are an agreement that benefits from regular review.
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Figure 3.4.: Chosen values define constraints for collaboration
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• Rounds
• Proposal Forming
• Consent Decision Making
• Role Selection
• Evaluate Meetings
• Resolve Objections
• Peer Review
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Figure 3.5.: The governance facilitator is typically a member of the team
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While negotiating and agreeing on a contract, model the culture of col-
laboration you want to achieve, and build a positive relationship with the
other parties involved.
This pattern refers to contracts relating related to collaboration around
any business transaction between an organization and other parties (e.g.
employees, consultants, service providers, shareholders or customers). It
is especially relevant for contracts that have a significant influence on the
future of an organization or one of its partners, such as:
• employment contracts and contracts with external contractors or
consultants in support roles (including any agreement that results
in a change of remuneration or working hours)
• contracts governing collaboration with customers, vendors or ser-
vice providers
• shareholder agreements
Note: Many agreements about collaboration within an organization do
not require dedicated contracts, as they are already governed by or sub-
ject to existing contracts.
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If for any reason one or more of these criteria cannot be fulfilled, it is
probably wise to not proceed.
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• agree first on terms of the relationship and expectations to all par-
ties, and then consider how you can make them legally robust
• compile a list of specific laws and regulation the contract needs to
comply to
• negotiate in several iterations, allowing time to consider implica-
tions and propose amendments
• keep minutes of each meeting to reduce the potential for miscon-
ceptions
Any contract can be changed at any time, provided all signatories agree.
However, it greatly reduces the potential for conflict later if you consider
the full lifecycle of the collaboration in the contract:
• make provisions for successfully getting started by defining on-
boarding procedures
• have a probationary period, where all parties can try out the col-
laboration, and a clear protocol for how each party can terminate
the contract during the probationary period
• define and build into the contract regular review meetings where
signatories come together to share learning and decide how the
contract might be amended to adapt to changing context
• include procedures for breach of contract
• consider making available alternative means for dispute resolution,
e.g. mediation, conciliation or arbitration
• consider limiting the contract to a fixed term after which the con-
tract expires and can be renewed if required
Culture
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• intentionally create the culture of collaboration you want to see by
including expectations on how things should be done
• align the contract to the organizational culture (of all parties) and
to legal requirements
• build contracts that enable and encourage accountability
if you find that standard contracts in your industry are misaligned with
the culture you want to create, build your own repository of templates
for contracts and clauses and consider sharing it with others, so that you
can leverage past experience when creating new contracts.
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• how to distribute the organization’s profit and cover for losses in
line with expectations and needs of the various stakeholders
Decide how to handle remuneration for changing roles and develop a
strategy for how to transition towards new contracts and compensation
agreements.
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External contractors consent to take on their role.
See also: Contract For Successful Collaboration
3.9. Bylaws
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4. Building Organizations
4.2. Circle
72
• semi-autonomous:
– A circle’s members act within the constraints of their domain.
– Each circle can create value autonomously.
• self-governing:
– A circle’s members continuously decide together what to do
to account for their domain, and set constraints on how and
when things will be done.
• equivalence of circle members:
– All members of a circle are equally accountable for governance
of the circle’s domain.
4.3. Role
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Figure 4.1.: All members of a circle are equally accountable for gover-
nance of the circle’s domain
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A role keeper may maintain a governance backlog, and a logbook to
record and help them evolve their approach toward delivering value.
Note: In S3, guidelines, processes or protocols created by individuals in
roles are treated as agreements.
Figure 4.2.: People can take responsibility for more than one role
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4.4. Linking
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Figure 4.4.: Double linking two circles
4.6. Representative
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4.7. Helping Team
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Figure 4.5.: Helping Team
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Depending on the constraints set by the delegator, contributors may only
organize and do work, or take part in governance as well.
A delegator is accountable for conducting regular reviews to support
effectiveness of work and any decision making done in an open domain.
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Individuals, teams and entire organizations can acknowledge interdepen-
dence and intentionally invite people from outside their system to bring
in knowledge, experience and influence to assist with decision mak-
ing and support collective learning.
• External experts can offer an outside perspective and bring
knowledge, understanding and skills
• Representatives of affected parties can inform and influence
decision making in ways that benefit overall objectives (see Those
Affected Decide)
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5. Bringing In S3
82
Figure 5.1.: Phases of adapting patterns to a specific context
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5.3. Be The Change
Lead by example.
Behave and act in the ways you would like others to behave and act.
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5.6. Continuous Improvement Of Work Process
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Figure 5.2.: Drivers, value and waste
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6. Defining Agreements
87
Figure 6.2.: The Life-Cycle of an Agreement
6.1. Agreement
A strategy is a high level approach for how people will create value to
successfully account for a domain.
It is usually more effective if a team or role keeper lead in developing
their own strategy.
A strategy often includes a description of the intended outcome of im-
plementing that strategy.
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Figure 6.3.: Template for agreements
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As the delegator shares accountability for domains they delegate, it’s
valuable they review a delegatee’s strategy, to check for potential imped-
iments and suggest ways it could be improved.
A strategy is a shared agreement between delegator(s) and delegatee(s)
that is regularly reviewed and updated as necessary (pivot or persevere)
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• primary driver (the organizational need the domain is designed
to respond to)
• key responsibilities (key deliverables, any critical risks to man-
age, other essential work and decision making being delegated)
• constraints to the autonomy and influence of those the do-
main is delegated to (the delegatees), usually related to the organi-
zation itself (dependencies, involvement of the delegator, reporting
etc.)
• resources (time, money, facilities, privileges, tools)
• evaluation criteria and frequency of evaluation
• term (for a role)
Domain descriptions can be created for a role, position, circle, team, open
domain, department, unit, or the whole organization.
Another way of clarifying a domain is by filling out an S3 Delegation
Canvas1 .
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Figure 6.5.: A template for domain descriptions
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Figure 6.6.: Intended Outcome, and Evaluation Criteria
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A deliverable is a product, service, component or material provided in
response to an organizational driver.
When describing deliverables:
• include the necessary amount of detail
• reference other documents when helpful or necessary
Explicitly describing deliverables can be useful for improving communi-
cation and collaboration within the organization, with customer and with
external partners.
Example: A popular way to describe deliverables in software-
engineering are so-called user stories, which focus on the need of
users in relation to a software system. User stories are developed in dia-
logue between a customer (or their representative, the product manager
or “product owner”), and the software developer(s). What is written
down is usually one sentence to remind the team of the user need, and
acceptance criteria, a list of requirements for the new feature, which the
customer will then use in a review meeting to decide whether or not they
accept the new feature as delivered.
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6.7. Logbook
Logbook Contents
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6.8. Logbook Keeper
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7. Focused Interactions
97
Figure 7.1.: Phases of a governance meeting
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• closing: check in with each other before you leave the meeting
Typical agenda items include:
• any short reports
• evaluation of existing agreements due review
• selecting people to roles
• new drivers requiring decisions to be made, including:
– forming proposals
– making agreements
– designing domains and deciding how to account for them (e.g.
new roles, circles, teams or open domains)
7.2. Retrospective
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Figure 7.2.: Output of a retrospective
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5. Close the retrospective
Many different activities for each phase can be found at plans-for-
retrospectives.com1
1
http://www.plans-for-retrospectives.com/
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Figure 7.3.: Daily standup is an essential meeting for self-organizing
teams.
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7.5. Coordination Meeting
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Figure 7.5.: Phases of a coordination meeting
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8. Meeting Practices
8.1. Rounds
105
Figure 8.1.: Rounds
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Consider selecting a facilitator for a specific term. Even an inexperienced
facilitator can make a positive difference.
See also: Prepare For Meetings, Role Selection
Preparing an Agenda
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Support the Participants’ Preparation
As a participant
8.4. Check In
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8.5. Evaluate Meetings
Take time for learning at the end of each meeting or workshop.
Reflect on interactions, celebrate successes and share suggestions for im-
provement before closing the meeting.
• reserve 5 minutes for 1 hour, and 15 minutes for a full-day workshop
• record learning and review it before the next meeting
Short formats you can use:
• more of/less of/start/stop/keep
• positive/critical/suggested improvements
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Figure 8.2.: Evaluate meetings right before closing the meeting
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Responsibilities Of A Meeting Host
Preparation:
• identify goals and deliverables
• prepare and distribute agenda
• identify and invite the participants
• estimate the time required and schedule the meeting/workshop
• book the location (and transportation if required)
• set up the space and provide required materials and information
• ensure selection of a facilitator and a notetaker to record minutes,
if appropriate
After the meeting: clean up location, return keys, tie up all the loose
ends, and ensure minutes are distributed.
See also: Facilitate Meetings, Prepare For Meetings
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9. Organizing Work
9.1. Backlog
112
• a short description of a deliverable or a driver
• a unique reference number (or link) for each work item
• (the order of work items)
• dependencies to other work items or projects
• due date (if necessary)
• (optional) a measure for value
• (optional) a measure for investment (often an estimate of time or
complexity)
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• digital: Trello6 , Kanbanery7 , Leankit8 , Jira9 , Google Sheets10 , etc.
Things to track:
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• stages of work (e.g. “to do”, “in progress”, “review” and “done”)
• impediments/blocks
• who is working on which items
• agreements and expectations guiding workflow (e.g. definition of
done, policy, quality standards)
• use colors, symbols, highlights etc.
People pull in new work items when they have capacity (instead
of having work pushed or assigned to them.
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Prioritize pending work items to ensure that important items are worked
on first.
Pulling in work prevents overloading the system, especially when work
in progress (WIP) per person or team is limited.
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• consider choosing someone (the “time keeper”) to help others stay
conscious of time
You could timebox:
• meetings, calls, dialogue
• tasks
• experiments
• an attempt to solve a problem
• checking emails
• breaks
• a longer stretch of work (a sprint)
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Figure 9.3.: Aligning the flow of information to support the flow of value
9.8. Coordinator
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10. Organizational Structure
119
10.1. Service Circle
Outsource services required by two or more domains.
A service circle can be populated by members of the domains it serves,
and/or by other people too.
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Figure 10.2.: Delegate Circle
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Delegate circles provide a way of steering organizations in alignment with
the flow of value, and bring a diversity of perspectives to governance
decision making.
A delegate circle may bring in other people (e.g. external experts) to
help with specific decisions, or even as a member of the circle.
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Figure 10.3.: Peach Organization
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2. Each circle’s members select one of their group to represent their
interests and participate in the governance decision making of the
next higher circle, and vice versa.
A double-linked hierarchy:
• brings equivalence to governance
• maintains the potential for a functional hierarchy (if it enables the
flow of value).
See also: Circle, Double Linking, Representative
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Figure 10.4.: A double-linked hierarchy: not your typical hierarchy
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Figure 10.5.: Service Organization
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If necessary, the pattern can be repeated to connect multiple fractal or-
ganizations into one.
Prerequisites
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Tiers
Each constituent:
• gains access to a wide array of experience, wisdom and skills to
increase effectiveness and innovation.
• can share resources, infrastructure and experience with other con-
stituents according to capacity and need
The second and third tier:
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• can test decisions simultaneously across multiple instances of a
function-specific domain, providing extensive feedback and rapid
learning
• organize, align and steer the whole system while preserving auton-
omy and agency of the individual constituents
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Part III.
Appendix
130
1. Changelog
131
• Role Selection: small amendment to illustration
• Transparent Salary: explained what a salary formula is
General Changes
• expanded the introduction with more information about S3 and the
history of sociocracy that was previously only available on the main
S3 website
• updated section about governance in the introduction
• added captions to all illustrations
• renamed pattern group “Enablers of Co-Creation” to “Enablers of
Collaboration”
• removed slide deck version and improved layout and formatting of
pdf and ePub version
• website version: added clickable pattern map for simpler navigation
und glossary overlays to many patterns
Glossary:
• added team to glossary (and replaced group with team throughout
the practical guide where applicable)
• updated definition for deliverable
• removed driver statement from text and glossary
• updated definitions for governance, operations, and self-organization
Illustrations:
• updated templates for domain description and role description
• updated illustrations for Linking and Double-Linking
Changes to Patterns:
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• Agreement: description now mentions that any expectations should
be recorded
• Describe Deliverables: updated summary
• Describe Organizational Drivers: more information on summarizing
drivers
• Resolve Objections: added summary and description
General Changes
• added and revised the brief summary for many of the patterns
• removed bullet points in favor of full sentences in many patterns
• lots of small improvements to grammar and language
• included the URL to the web version of the practical guide
Glossary:
• updated: account for (v.), concern, deliverable, governance, objec-
tion, operations, primary driver, principle, role, self-organization,
semi-autonomy, subdriver, values
• added: constituent, coordination, delegation, driver statement,
evolve (v.), flow of value, helping team, open domain
• removed: peer driver
Changes to Introduction
• added the driver for creating Sociocracy 3.0
• The Seven Principles:
– The Principle of Empiricism: removed reference to “falsifica-
tion”
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– The Principle of Consent is now explained more clearly as
“Raise, seek-out and resolve objections to decisions and ac-
tions”
• Governance, Semi-Autonomy and Self-Organization: we refined the
definitions of Governance, Operations, and Self-Organization, re-
moved any reference to “coordination”, and clarified the distinction
between governance and operations
• Drivers and Domains - we clarified how domains can be understood
in relation to organizational drivers
Changes to Patterns:
• Agree on Values: improved description
• Align Flow: improved description and illustration
• Adapt Patterns To Context: improved description
• Agreement: improved description, updated template
• Artful Participation: improved summary
• Clarify Intended Outcome (renamed from Intended Outcome): im-
proved description
• Consent Decision Making: improved description, updated illustra-
tion
• Continuous Improvement Of Work Process: improved description
• Contract For Successful Collaboration: renamed the pattern to a
more descriptive name, and explained process of creating contracts,
and what needs to be in them
• Coordination Meeting: clarified agenda items, updated illustration
• Delegate Circle: improved description
• Delegate Influence: improved description
• Describe Deliverables: improved description
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• Describe Organizational Drivers: made explicit that a driver state-
ment is typically only 1–2 sentences, revised section about explain-
ing the need, moved the section about reviewing driver statements
from Respond to Organizational Drivers to this pattern, and added
a new illustration that explains how to describe organizational
drivers
• Double Linking: aligned description to Link
• Double-Linked Hierarchy: explained in more detail what a double-
linked hierarchy is, and how it is created
• Evaluate and Evolve Agreements: rearranged the text so it’s clear
there is a long and a short format
• Evaluation Criteria: suggested clarifying a threshold for success,
and we explained about also evolving evaluation criteria when
evolving agreements
• Facilitate Meetings: improved description
• Fractal Organization: extended and improved description
• Governance Backlog: improved description
• Governance Meeting: improved description, clarified agenda items
• Invite Change: description now focuses on how to invite change
• Linking: aligned description to Double Linking
• Logbook: clarified that there is no difference between logbooks for
groups and logbooks for roles
• Navigate Via Tension: improved description, added a new illus-
tration to clarify the distinction between Navigate Via Tension,
Describe Organizational Drivers and Respond to Organizational
Drivers
• Objection: clarified the difference between objection and concern,
clarified what qualifies as an objection, and how to qualify objec-
tions in a group context
• Open Domain: improved description and updated illustration
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• Open Systems: improved description
• Open Space for Change: renamed from Open S3 Adoption, improved
description
• Peach Organization: clarified relationship between periphery and
center
• Proposal Forming: revised text and illustration to make process of
choosing tuners more clear, updated template for proposal to align
with template for agreement
• Representative: improved description
• Resolve Objections: updated both illustrations
• Respond to Organizational Drivers: improved description, simpli-
fied qualification of organizational drivers
• Role: improved description
• Role Selection: improved description, added description of each
step
• Rounds: improved description
• Transparent Salary: added more details about fairness, and on how
to develop a salary formula
Renamed Patterns:
• Evaluate Agreements to Evaluate and Evolve Agreements
• Intended Outcome to Clarify Intended Outcome
• Open S3 Adoption to Open Space for Change
• Contracting and Accountability to Contract For Successful Collab-
oration
Added Patterns:
• Check In
• Co-create Proposals
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• Prepare for Meetings
• Timebox Activities
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1.8. Changes 2017–10–21
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• Double-Linked Hierarchy: new illustration
• Evaluate Agreements: aligned questions to peer review
• Governance Backlog: improved description
• Logbook: added details about governance to personal logbook
• Objections: clarified qualifying objections
• Peer Review: improved description
• Respond to Organizational Driver: integrated information about
qualifying drivers
• Role: clarified role keeper may maintain a governance backlog, in-
troduced the term “role keeper” for a person in a role
• Proposal Forming: added criteria for selecting tuners, added step
for prioritizing considerations, small clarifications
• Resolve Objections: updated illustration to better reflect the pro-
cess
Renamed Patterns:
• Backbone Organization to Service Organization
• Effectiveness Review to Peer Review
• Strategy to Develop Strategy
• Domain Description to Clarify Domains
• Describing Deliverables to Describe Deliverables
Added Patterns:
• Delegate Influence
• Describe Drivers
• Open Domain
Removed Patterns
• Coordination Circle
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• Nested Domains
• Qualify Driver
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2. Links
141
3. License
“Sociocracy 3.0 - A Practical Guide” by Bernhard Bockelbrink, James
Priest and Liliana David is licensed under a Creative Commons
Attribution-ShareAlike 4.0 International License, which is a
Free Culture License.
Basically this license grants you:
1. Freedom to use the work itself.
2. Freedom to use the information in the work for any purpose, even
commercially.
3. Freedom to share copies of the work for any purpose, even commer-
cially.
4. Freedom to make and share remixes and other derivatives for any
purpose.
You need to attribute the original creator of the materials, and
all derivatives need to be shared under the same license.
To view the the full text of this license, visit https://creativecommons.org/
licenses/by-sa/4.0/legalcode
There’s more on the topic of free culture on the Creative Commons web-
site1 .
142
author, source and license, like this:
This work, “[name of your work]”, is a derivative of “So-
ciocracy 3.0 - A Practical Guide” by James Priest, Bernhard
Bockelbrink and Liliana David used under CC BY SA. “[name
of your work]” is licensed under CC BY SA by [your name].
You can find out more about attribution on the Creative Commons page
about best practices for attribution2 .
2
https://wiki.creativecommons.org/wiki/best_practices_for_attribution
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4. The Intentional Commitment
for Practitioners and Teachers
of Sociocracy 3.0 (ICPT)
144
I commit to developing a sociocratic and agile mindset, and I hold my-
self accountable to practice and teach Sociocracy 3.0 with integrity, by
following these guidelines:
I strive to follow the seven principles in my daily life. I commit to par-
ticipating artfully in my collaboration with others.
I practice and facilitate S3 patterns.
I maintain appropriate confidentiality about issues relating to my clients.
I will work in accordance with my level of competence and the client’s
needs, and disclose when I am out of my depth.
I stay up to date with the ongoing developments of the S3 and the way
it’s presented. (e.g. by following the changelog in the latest version of
the practical guide)
I will continue learning about S3, deepen my understanding and explore
related topics.
I am transparent about my level of experience, my understanding of S3,
the feedback I receive and my development plan.
I conduct regular peer reviews, and I integrate feedback from clients and
peers into evolving what I’m doing.
I will give all clients/peers the chance to publicly share feedback.
I am part of an organized intervision group (of at least 3 people, e.g. a
triad or a circle) for collaborative learning to support my development,
where I share about my practice and offer and receive help from peers,
including relating to resources any one of us creates.
I dedicate some time to actively support others from the S3 community
to learn and grow.
I will make any S3 resources I adapt or create available under a Creative
Commons Attribution-ShareAlike license.
I will discuss possible objections relating to S3 patterns in my intervision
group, and pass to S3 developers if I believe they qualify.
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5. Acknowledgments
The content of Sociocracy 3.0 reflects the accumulated experience and
wisdom of contributors across generations. These people have shared a
common quest: to evolve more effective, harmonious and conscious ways
of collaborating together.
Particular recognition goes to Gerard Endenburg and others over the
years who have committed significant time towards evolving and doc-
umenting the Sociocratic Circle Organization Method, which has con-
tributed towards and inspired the evolution of Sociocracy 3.0.
We’d also like to recognize all those who have worked extensively to
facilitate the emergence of a more agile and lean mindset, and those who
have developed and shared various practices with the world.
Finally to acknowledge our numerous colleagues, customers, clients and
attendees of Sociocracy 3.0 courses who have chosen to experiment with
Sociocracy 3.0. Thank you for contributing your ongoing feedback to
help evolve the patterns and enable us all to learn and grow.
By no means an exhaustive list, we’d like to offer our appreciation to the
following people who directly contributed toward developing Sociocracy
3.0, or whose work influenced what it is today:
Gojko Adzic, Lyssa Adkins, Christopher Alexander, David J. Anderson,
Ruth Andrade, Jurgen Appelo, Kent Beck, Sue Bell, Angelina Bockel-
brink, Jesper Boeg, Kees Boeke, Mary Boone, John Buck, Betty Cad-
bury, Diana Leafe Christian, Mike Cohn, Stephen Covey, Gigi Coyle,
Jef Cumps, David Deida, Esther Derby, Kourosh Dini, Jutta Eckstein,
Frands Frydendal, Gerard Endenburg, Andreas Hertel, Andrei Iuoraia,
François Knuchel, Diana Larsen, Helmut Leitner, Jim and Michele Mc-
Carthy, Pieter van der Meche, Daniel Mezick, Susanne Mühlbauer, Niels
146
Pfläging, Mary and Tom Poppendieck, Karl Popper, Brian Robertson,
Marshall Rosenberg, Dave Snowden, Hal and Sidra Stone, Ken Schwaber,
Jeff Sutherland, Sharon Villines, Nathaniel Whitestone, Ken Wilber,
Jack Zimmerman.
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6. Authors
148
6.2. Bernhard Bockelbrink
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7. Glossary
150
Consent (principle): Raise, seek out and resolve objections to decisions
and actions.
Constituent: A team (e.g. a circle, team, department, branch, project
or organization) who delegate authority to a representative to act on
their behalf in other team or organizations.
Continuous Improvement (principle): Change incrementally to ac-
commodate steady empirical learning.
Coordination: The process of enabling individuals or teams to collab-
orate effectively across different domains to achieve shared objectives.
Delegatee: An individual or group accepting accountability for a do-
main delegated to them.
Delegation: The grant of authority by one party (the delegator) to an-
other (the delegatee) to account for a domain, (i.e. to do certain things
and/or to make certain decisions) for which the delegator maintains over-
all accountability.
Delegator: An individual or group delegating a domain to other(s) to
be accountable for.
Deliverable: A product, service, component or material provided in
response to an organizational driver.
Domain: A distinct area of influence, activity and decision making
within an organization.
Driver: A person’s or a group’s motive for responding to a specific
situation.
Effectiveness (principle): Devote time only to what brings you closer
toward achieving your objectives.
Empiricism (principle): Test all assumptions through experimenta-
tion and continuous revision.
Equivalence (principle): Involve people in making and evolving deci-
sions that affect them.
Evolve (v.): to develop gradually.
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Flow of Value: Deliverables traveling through an organization towards
customers or other stakeholders.
Governance: The act of setting objectives, and making and evolving
decisions that guide people towards achieving them.
Governance Backlog: A visible, prioritized list of items (drivers) that
are related to governing a domain and require attention.
Helping Team: A team of equivalent people with the mandate to exe-
cute on a specific set of requirements.
Intended Outcome: The expected result of an agreement, action,
project or strategy.
Key responsibilities: Essential work and decision making required in
the context of a domain.
Logbook: A (digital) system to store all information relevant for running
an organization.
Need: The lack of something wanted or deemed necessary (a require-
ment).
Objection: An argument demonstrating (or revealing) how a (proposed)
agreement or activity can lead to unintended consequences, or that there
are worthwhile ways to improve it.
Objective: A (specific) result that a person or team or organization
wants to achieve; an aim or a goal.
Open Domain: A domain that is accounted for by a set of people who
are invited to contribute when they can.
Operations: Doing the work and organizing day to day activities within
the constraints defined through governance.
Operations Backlog: A visible list of (typically prioritized) uncom-
pleted work items (deliverables).
Organization: A group of people collaborating toward a shared driver
(or objective). Often an organization subdivides into several teams.
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Organizational Driver: A driver is a person’s or a group’s motive for
responding to a specific situation. A driver is considered an organiza-
tional driver if responding to it would help the organization generate
value, eliminate waste or avoid harm.
Pattern: A template for successfully navigating a specific context.
Peer Domain: Two peer domains are contained within the same imme-
diate superdomain, and may be overlapping.
Primary Driver: The primary driver for a domain is the main driver
that people who account for that domain respond to.
Principle: A basic idea or rule that guides behavior, or explains or
controls how something happens or works.
Role: A domain that is delegated to an individual.
Self-Governance: People governing themselves within the constraints
of a domain.
Self-Organization: Any activity or process through which people or-
ganize their day-to-day work without the influence of an external agent,
and within constraints defined through governance. In any organization
or team, self-organization and external influence co-exist.
Semi-Autonomy: The autonomy of people to create value within their
domain, further limited by their own governance decisions, and objections
(including those of the delegator and of representatives).
Sociocracy: A mindset where people affected by decisions can influence
them on the basis of reasons to do so.
Sociocratic Circle-Organisation Method (SCM): An egalitarian
governance method for organizations based on a sociocratic mindset, de-
veloped in the Netherlands by Gerard Endenburg.
Strategy: A high level approach for how people will create value to
successfully account for a domain.
Subdomain: A domain that is fully contained within another domain.
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Subdriver: A subdriver arises as a consequence of responding to another
driver (the superdriver) and is essential for effectively responding to the
superdriver.
Superdomain: A domain that fully contains another domain.
Superdriver: see subdriver.
Team: A group of people collaborating toward a shared driver (or ob-
jective). Typically a team is part of an organization, or it is formed as a
collaboration of several organizations.
Tension: A personal experience, a symptom of dissonance between an
individual’s perception of a situation, and their expectations or prefer-
ences.
Timebox: A fixed period of time spent focused on a specific activity
(which is not necessarily finished by the end of the timebox).
Transparency (principle): Make all information accessible to everyone
in an organization, unless there is a reason for confidentiality.
Value: The importance, worth or usefulness of something in relation to
a driver. Also “a principle of some significance that guides behavior”
(mostly used as plural, “values”, or “organizational values”).
Values: Valued principles that guide behavior. Not to be confused with
“value” (singular) in the context of a driver.
Waste: Anything unnecessary for — or standing in the way of — a
(more) effective response of a driver.
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8. Pattern-Index
155
Develop Strategy (section 6.2)
Development Plan (section 2.4)
Double Linking (section 4.5)
Double-Linked Hierarchy (section 10.4)
Driver Mapping (section 1.12)
Evaluate And Evolve Agreements (section 1.7)
Evaluate Meetings (section 8.5)
Evaluation Criteria (section 6.6)
Facilitate Meetings (section 8.2)
Fractal Organization (section 10.6)
Governance Backlog (section 8.7)
Governance Facilitator (section 3.4)
Governance Meeting (section 7.1)
Helping Team (section 4.7)
Invite Change (section 5.4)
Limit Work In Progress (section 9.5)
Linking (section 4.4)
Logbook (section 6.7)
Logbook Keeper (section 6.8)
Meeting Host (section 8.6)
Navigate Via Tension (section 1.2)
Objection (section 1.5)
Open Domain (section 4.8)
Open Space For Change (section 5.5)
Open Systems (section 4.9)
Peach Organization (section 10.3)
Peer Feedback (section 2.2)
Peer Review (section 2.3)
Planning And Review Meetings (section 7.4)
Prepare For Meetings (section 8.3)
Prioritize Backlogs (section 9.2)
Proposal Forming (section 1.10)
Pull-System For Work (section 9.4)
Representative (section 4.6)
Resolve Objections (section 1.6)
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Respond To Organizational Drivers (section 1.1)
Retrospective (section 7.2)
Role (section 4.3)
Role Selection (section 1.11)
Rounds (section 8.1)
Service Circle (section 10.1)
Service Organization (section 10.5)
Support Role (section 3.8)
Those Affected Decide (section 1.8)
Timebox Activities (section 9.6)
Transparent Salary (section 3.7)
Visualize Work (section 9.3)
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List of Figures
158
2.2. Continuous improvement of people’s ability to effectively
keep roles or collaborate in teams . . . . . . . . . . . . . . 57
2.3. A template for development plans . . . . . . . . . . . . . . 57
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7.4. Planning and review meetings . . . . . . . . . . . . . . . . 102
7.5. Phases of a coordination meeting . . . . . . . . . . . . . . 104
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